Describe three ethical problems that may arise from organizational change activities.

The textbook identifies four ethical problems in organizational change.Any three of those can be discussed here.
Management power.One ethical problem is that organizational change interventions increase management's power.Many interventions create uncertainty and re-establish management's position in directing the organization.
Individual privacy rights.Some organizational change activities may threaten the individual's privacy rights.Action research collects information from employees, some of which they may not want to divulge.Sensitivity training may threaten individual privacy rights because employees are asked to publicly disclose their personal beliefs and experiences.
Individual self-esteem.Some organizational change activities may undermine the individual's self-esteem.The unfreezing process requires participants to disconfirm their existing beliefs, sometimes including their own competence at certain tasks or interpersonal relations.Sensitivity training and intergroup mirroring may involve direct exposure to personal critique by colleagues as well as public disclosure of one's personal limitations and faults.
Cultural values of participants.One significant concern with some organizational change interventions is that they originate in the U.S.and other Western countries and may conflict with cultural values in some other countries.For example, Western perspective of change is linear, such as in Lewin's force field model.This perspective also assumes that the change process is punctuated by tension and overt conflict.But these assumptions are incompatible with cultures that view change as a natural cyclical process with harmony and equilibrium as the objectives.